Business Motivation Modelling - Hinkelmann

member of

Prof. Dr. Knut Hinkelmann

Business Motivation Modelling Prof. Dr. Knut Hinkelmann


Literature

■ David M. Bridgeland, Ron Zahavi (2009). Business Modeling – A Practical Guide to Realizing Business Value, Chapter 3. Morgan Kaufman Publishers/OMG Press.

■ OMG (2010) Business Motivation Model, Version 1.1, http://www.omg.org/spec/BMM/1.1/PDF (referenced as (OMG-BMM 2010))

2 Business Motivation Modeling


A Story: Meditation

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A guru held an evening meditation with his disciples daily. When the domestic cat one day ran into the meditation room and disturbed the meditation, he ordered, that the cat shall be bound outside during this time. So one could meditate undisturbed from there again. But the time passed. The guru died and got a successor. His successor observed strictly the tradition that during the evening meditation outside »a cat« must be tied up. When the cat finally died, too, a new cat was acquired to be able to be tied up during the evening meditation. – There may be tradition similar to this one which have completely lost their original justification and thus their meaning.

Translated from: Peter Knauer (2002). Handlungsnetze – Über das Grundprinzip der Ethik. Frankfurt

Business Motivation Modeling


■ Business Motivation modeling makes the reasons for decisions explicit.

■ Business Motivation Model supports traceability: ♦ show why an enterprise does what it does in the way it does it.

■ If we know the reasons for decisions, we can assess what can be changed and what should not be changed ♦ not to change parts of the architecture which are essential ♦ not to keep elements of the architecture that are not useful

anymore


Motivation Modeling supports Traceability

(OMG-BMM 2014, p. 10)


Motivation Modeling and Strategic Alignment

■ The Motivation Modeling represents the strategic layer of the Strategic Alignment Model

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(Hendersen & Venkatraman 1993)

Business Strategy IT Strategy

Organizational Infrastructure

and Processes

I/S Infrastructure and Processes


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Functional Integration

Inte

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Business Information Technology

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Business Motivation Model corresponds to WHY

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Business Strategy IT Strategy

Organizational Infrastructure

and Processes


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Functional Integration

Ext

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Business Information Technology

Organizational Infrastructure and Processes


Business Strategy

IT Strategy

Enterprise Architecture Frameworks


Prof. Dr. Knut Hinkelmann 7

Motivation

■ Motivation: When an enterprise executes a business process or applies a business rule, it should be able to say why.

■ Much of the motivation for what an enterprise does is based on people in the enterprise deciding what is best for it: ♦ what are the goals and ♦ what are the strategies to achieve them

■ The enterprise should be able to say ♦ who decided ♦ on what assessments ♦ of what influences.

(OMG-BMM 2010, p. 10)



Business Motivation Modeling for Strategic Management

■ The Strategic Management consists of several steps ♦ The results of each step need to be

documented

■ Business Motivation Modeling ♦ Structured documentation

Business Motivation Modeling 8


The Strategic Management can be modeled in the Business Motivation Model

Influencers (internal, external)

Assessment

Vision/Mission

Desired Results: Goals, Objectives Courses of Action: Strategies, Tactics

Corresponding Elements of the Business Motivation Model

Integrated Model of Strategic Management


Business Motivation Modeling for Transformation Projects ■ A Business Motivation Model specifies

♦ goals to be achieved by the project ♦ strategies how to achieve the goals ♦ on what influencers and assessments is the project based

■ Business Motivation modeling supports consistency in decision making between different projects, e.g. ♦ not changing elements that are essential for other projects


Business Motivation Model reasons for decisions


Two Approaches for Business Motivation Modeling

■ OMG Business Motivation Model

■ ArchiMate Motivation Extension



OMG Business Motivation Model



Overview of the OMG Business Motivation Model

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Business Motivation Model (BMM) is an OMG Specification (www.omg.org/spec/BMM/1.2/PDF)

BMM distinguishes between

■ Core Concepts – defined within the BMM ♦ Ends, Means, Influencer,

Assessment, …

■ Placeholders – referenced by the BMM but defined in other models ♦ Business Process, Business

Rule, Organisation Unit,

(OMG-BMM 2010, p. 12)



The Strategic Management can be modeled in the Business Motivation Model

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Corresponding elements have same color



Logical Progression Through the Business Motivation Model

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SWOT

Goals Objectives

Strategy Tactics

(OMG-BMM 2010, p. 17)



The Logical Progression Through the Business Motivation Model corresponds to the Phases of Strategic Management


Corresponding elements have the same color


BMM Metamodel – Core Concepts

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(OMG-BMM 2010, p. 18)



Influencers and Assessments




Influencers

■ An infuencer is anything that can have an effect on an organization, anything that can potentially hinder it or assess it.

■ In practice we model only the influencers that affect ♦ our strategies and tactics (i.e. the means) ♦ our goals and objectives (i.e. the ends)

■ Influencers are neither good nor bad ♦ They only become good or bad if they are judged as opportunities,

threats, strength or weaknesses (see assessments)

Influencers should be stated in a neutral, factual manner.

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(Bridgeland & Zahavi 2009, p. 52f)



Examples of Influencers for Cora Group

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Influencers

A Fast-food Restaurant has opened close to Portia Restaurant

Innovative Restaurant Shortage in Western Suburbs

New Anti-smoking Regulation

Cora has to expand its business year on year

Managers are generally promoted from within the company

New waiters receive two days introductory training. Further training is informal, on the job.

Small Space

Closing for Events Disappoints some customers



Influencer Categories

■ There are different Categories of Influencers, broad ones are ♦ Internal Influencers ♦ External Influencers

■ These Categories can be detailed further ♦ External Influencers:

● Competitor ● Customer ● Environment ● Technology ● Regulation

♦ Internal Influencers: ● Assumption ● Corporate Value: ● Habit ● Infrastructure

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(OMG-BMM 2010) Business Motivation Modeling


Examples of External Influencers for Cora Group and their Categories

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External Influencer Category A Fast-food Restaurant has opened close to Portia Restaurant

Competitor

Increasing Public Interest in Ethnic Fare Customer

Innovative Restaurant Shortage in Western Suburbs

Environment

Emergence of Diner Restaurant Reviews Environment

New Anti-smoking Regulation Regulation



Examples of Internal Influencers for Cora Group and their Categories

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Internal Influencer Category Cora has to expand ist business year on year Assumption

Managers are generally promoted from within the company

Habit

New waiters receive two days introductory training. Further training is informal, on the job.

Habit

Cash registers are used with personal key card Infrastructure

Small Space Infrastructure

Closing for Events Disappoints some customers Issue



Assessment

■ An Assessment is an evaluation of an influencer‘s potential effect on business

■ Varieties of Assessments ♦ Opportunity: An external influencer that is judged to be favorable ♦ Threat: An external influencer that is judged as unfavorable ♦ Strength: A positive assessment of an internal influencer ♦ Weakness: A negative assessment of an internal influencer

■ Strength, Weaknesses, Opportunities and Threads could be determined by a SWOT analysis

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Internal External

Positive Strength Opportunity

Negative Weakness Threat




Opportunities

■ An opportunity is a favorable situation for a buiness for achieving its goals

■ Someone may judge that an influencer presents an opportunity ♦ the Influencer is a simple statement of the situation ♦ the Opportunity is the claim that the situation can be exploited for

buiness advantage

■ Example: ♦ Assume that for a restaurant chain there is an Influencer Innovative

Restaurant Shortage in Western Suburbs ♦ This influencer could be judged as an opportunity to open a new

restaurant: Western Portia Branch Would Be Successful

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(Bridgeland & Zahavi 2009, p. 53)



Example: An Influencer judged as an Opportunity

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It is important to indicate which person or group of people makes which Assessment of an Influencer at which point in time, so that an audit trail exists for future reference. In the above example the judgement is made by the Cora Group organisational unit

(Bridgeland & Zahavi 2009, p. 54) Business Motivation Modeling


Example: An Influencer and Two Opportunities

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Sometimes a single influencer can be judged to be more than one opportunity




Threats

■ Threats are just like Opportunities except they are negative instead of positive

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Different Assessments of the same Influencer ■ Different people or groups of people might make different Assessments of

the very same Influencers— and perhaps even the same person or group of people.

■ A motivation model can make these differences of opinion explicit

■ Example: an external influencer assessed as both positive(opportunity) and negative (thread)

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Strengths and Weaknesses

■ Internal influencers can be judged as ♦ strength if it helps the organisation to achieve its goals and strategies ♦ weakness, if it inhibits the organisation from such achievement

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Ends and Means




Means - Ends ■ The general term End was adopted to refer broadly to any of the

‘aspiration’ concepts (Vision, Goal, Objective) ■ The term Means was adopted to refer generally to any of the ‘action plan’

concepts (Mission, Strategy, Tactic). ■ This conjunction of Ends (‘being’) and Means (‘doing’) provides the core

concepts of the Model ■ Means can be changed without changing the ends; vice versa is, perhaps,

not so common.

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(OMG-BMM 2010)



Vision - Mission ■ A Mission indicates the ongoing operational

activity of the enterprise.

■ The Mission describes what the business is or will be doing on a day-to-day basis. ♦ A Mission makes a Vision operative —

that is, it indicates the ongoing activity that makes the Vision a reality.

♦ A Mission is planned by means of Strategies.

■ A Vision describes the future state of the enterprise, without regard to how it is to be achieved.

■ A Vision is often compound, rather than focused toward one particular aspect of the business problem. ♦ A Vision is supported or made

operative by Missions. ♦ A Vision is amplified by Goals.

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(OMG-BMM 2010)



Examples of Visions and Missions

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Mission

Visions:

Missions:

(OMG-BMM 2010)



Core Elements of the BMM: End

■ An End is something the business seeks to accomplish ♦ It does not include any indication of how it will be

achieved. ♦ Hierarchy of End Concepts:

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(OMG-BMM 2010)



Desired Results: Goals and Objectives

■ Desired Results come in two varieties ♦ Goals ♦ Objectives

■ The difference between the two is the measurability ♦ Objectives are measurable – in contrast to Goals



Goals

■ Motivation Modeling is about the achievement of goals.

■ A goal is something an organization is trying to achieve for its own sake rather than as a means to some other end.

■ A goal is defined by an organisation that is trying to achieve the goal

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Goal Hierarchies

■ Larger Goals are often decomposed into subgoals

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Objectives

■ Goals are complemented and quantified by Objectives

■ Objectives are Desired Results like Goals, but they are specific about both timing and measurement ♦ SMART: Specific, Measurable, Attainable, Relevant, and Time-Based

■ Example: ♦ The objective 3 City Openings by End of Year quantifies the

goal Expand to Other Cities ● by a measurement – three cities ● by a timing – by end of the year

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Hierarchies of Objectives and Goals

■ Objectives – like goals – can be organized into a hierarchy

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Core Elements of the BMM: Means

■ A Means represents any device, capability, regime, technique, restriction, agency, instrument, or method that may be called upon, activated, or enforced to achieve Ends.

■ A Means does not indicate either the steps (business processes) necessary to exploit it, nor responsibilities, but rather only the capabilities that can be exploited to achieve the desired Ends.

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(OMG-BMM 2010)



Strategies and Tactics

■ Courses of action come in two varieties ♦ strategies ♦ tactics

■ The difference between the two is a matter of size and commitment. Compared to tactics, strategies tend to be ♦ longer term ♦ broader in scope ♦ harder to change

■ Tactics implement Strategies

■ For example, the Tactic Call first-time customers personally implements the Strategy Increase repeat business.

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(OMG-BMM 2010)



Example: A strategy and a tactic

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Hierarchies of Strategies

■ Strategies can be decomposed into sub-strategies

■ Hierarchies of tactics are less common since tactics are small enough to be implemented on their own.

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Relations between Courses of Action and Desired Results

■ Strategies and Tactics are means to achieve ends ♦ A Strategy usually channels efforts towards Goals. ♦ Tactics generally channel efforts towards Objectives. (This is not strict: A Tactic can also channel efforts towards goals)

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(OMG-BMM 2010)



Desired Results and Courses of Action

■ Both Courses of Action and Desired Results are things the organization is trying to accomplish. But … …a Desired Result (Goal or Objective) is something an

organization is trying to do for its own sake – often based on some assessment (SWOT)

…Courses of Action (Strategies and Tactics) are means to achieve some other ends, i.e. they are ways to achieve the Goals and Objectives

■ The difference between courses of action and desired result is the difference between journeys and destinations ♦ A course of action is the journey ♦ A desired result is the destination

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Desired Results and Courses of Action - Example

■ Assume that a restaurant adds two goat dishes to the menu ♦ If the head chef does this because he always wanted to serve goat,

then Add Goat Dishes is a desired result ♦ If he added the goat dishes in an effort to have some new newspaper

articles then Add Goat Dishes is a course of action achive a goal like Increase Media Coverage

■ There is a difference in failing desired results or courses of action ♦ If Add Goat Dishes is a desired result then the failure to achieve it is

the end of the story ♦ If Add Goat Dishes is a means to achieving the goal Increase Media

Coverage, then the failure to achieve it will lead to a search for other ways of getting media coverage

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Directive

■ Directives indicate how the Courses of Action should, or should not, be carried out —they govern Courses of Action.

■ Example: the Business Rule “Pizzas may not be delivered beyond a radius of 30 miles” governs the Strategy “Deliver pizzas to the location of the customer's choice.”

■ Directive includes two concepts: Business Policy and Business Rule



Business Policies and Business Rules

■ A Business Policy is a non-actionable Directive whose purpose is to govern or guide the enterprise. ♦ Business Policy can be formulated in response to an Opportunity, Threat,

Strength, or Weakness. ♦ Business Policies provide the basis for Business Rules. Business Policies

also govern Business Processes.

■ A Business Rule is a Directive, intended to govern, guide, or influence business behavior, in support of Business Policy. ♦ It is a single Directive that does not require additional interpretation to

undertake Strategies or Tactics. ♦ Often, a Business Rule is derived from Business Policy. Business Rules guide

Business Processes.

■ Compared to a Business Rule, a Business Policy tends to be ♦ less structured, less discrete, and not focused on a single aspect of

governance or guidance. ♦ less compliant with standard business vocabulary, and less formally

articulated.



Assessments have an impact on Ends and Means




Assessments have an impact on Ends and Means

■ An Assessment can directly have an effect on the achievement of an End (Goal of Objective) in order to ♦ benefit from strengths ♦ compensate weaknesses ♦ seize opportunities ♦ cope with threats

■ An Assessment can also affect the employment of a Strategy

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Example: An Influencer, an Opportunity and a Goal

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Note that it is indicated which person or group of people made the Assessment of the Influencer and who defined the Goal.



Example: An Influencer and Two Opportunities

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Sometimes a single Influencer can be judged to be more than one Opportunity and thus help achieve more than one Goal




Threats and Goals

■ Threats can have an impact on Goals, Objectives and Strategies, too.

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Example: Strengths and Weaknesses and their impact on Strategy and Objective

Business Motivation Modeling 55



Placeholders




BMM Placeholders

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(OMG-BMM 2010, p. 19) Business Motivation Modeling


Placeholders

■ Four concepts - Asset, Organization Unit, Business Process, and Business Rule - have roles in the structure of the Business Motivation Model but actually are defined in other models

■ Business Rule is both a core concept of the BMM and can also be modeled externally (albeit that its definition is adopted from SBVR).

■ Organization Unit and Business Process are placeholders for association with concepts languages like ArchiMate and BPMN.



Business Motivation and Business Processes

■ Business Processes realize Courses of Action

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Organization Unit

■ For each activity and resources of an organization there should be a responsible party. These parties play key roles with respect to motivation.

■ In BMM this is reflected by linking Organization Units to various elements ■ Logical connections: Organization Unit …

… is responsible for Assets … is responsible for Liabilities … defines Ends … establishes Means … acts as Influencing Organization … recognizes Influencers … makes Assessments … is defined by Strategies … is responsible for Business Processes

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(OMG-BMM 2010)



Connections of Organization Unit

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(OMG-BMM 2010)



Business Process

■ A Business Process is "A unit of work to accomplish a transformation of information or

resources contributing to the business objective of a conventional or orchestrated process.” [BPDM ‘Activity’]

■ Business Process have relations to several elements of a BMM, in particular to Courses of Action, Business Rules and Business Policies. ♦ Business Processes realize Courses of Action – they provide detail of

activities, plus sequencing, control, and synchronization. ♦ Business Rules guide Business Processes – they provide the basis for

decisions that need to be made within Business Processes. ♦ Business Processes are governed by Business Policies, which provide

guidance on what Business Processes have to do and set limits on how Business Processes may undertake what they have to do.

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(OMG-BMM 2010)



Connections of Business Process

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(OMG-BMM 2010)


Documents

Business Motivation Modelling - Hinkelmann